Library Commission Handbook

Table of Contents

Note: Items with hyperlinks are not included in the handbook.

PART ONE: LEGAL BACKGROUND

I. Boulder City Charter on Advisory Commissions (Article IX) and Library

Commission (Sections 130, 132-134) II. Boulder Revised Code (BRC) 2-3-8 Library Commission

III. By-Laws of the Boulder Public Library Commission IV. Colorado Revised Statutes on open meetings

V. Colorado Library Law

VI. Colorado State Library resources

PART TWO: LIBRARY INFORMATION

I. Commission

A. Library Commission webpage and contact list

B. City of Boulder Library Commission webpage

C. Commission meeting schedule

D. Boulder Public Library Commissioners

E. Most recent Library Commission priorities memo for City Council

F. Past meeting agendas and minutes (hard copy of most recent included)

G. City of Boulder Boards and Commissions rules and responsibilities

H. Library Commissioner job description and FAQ

II. Principal documents A. Most recent Library Master Plan

B. Facilities Sustainability Study - March 2009 and December 2015

III. Library operations and budget A. Overview of library operations

B. Rules and Policies

C. Budget and fund management

1. Library and Arts Budget (Click on Annual Budget Vol. I. Search for Library

and Arts department)

2. Library department budget basics

D. Overview of the Boulder Library Foundation (BLF)

IV. Communications and commission meetings A. Commissioner communication guidelines

B. Guiding principles for interaction among Council, Boards, Commissions, and

City Staff

BY-LAWS OF THE

BOULDER PUBLIC LIBRARY COMMISSION

Article I. General Provisions

Section 1. The name of this commission shall be the Boulder Public Library Commission.

Section 2. The principal office of the said Library Commission shall be located at the Main

Branch of the Boulder, Colorado, Public Library.

Section 3. The Library Commission is an advisory commission to the department of library and

arts. The said Library Commission shall have such powers, duties and responsibilities as are set

forth in the Charter (Article IX, sections 132-136) and Ordinances of the City of Boulder,

Colorado, or as may be hereafter provided by an amendment to said Charter.

Article II. Membership

The appointment of members of the Library Commission, the terms of said members,

removal of said members, and the filling of vacancies on said Commission shall be as provided

in the Charter of the City of Boulder, Colorado, Article IX, Section 130 and by any future

amendments to this section of the Charter.

Article III. Meetings

Section 1. The said Library Commission shall hold regular monthly meetings at such times and

places as may be agreed upon by the Commission.

Section 2. Special meetings may be called at any time at the request of at least three members of

the Commission. Written notice stating the time and place of any special meeting and the

purpose for which called, unless said notice is waived, shall be given to each member of the

Commission at least two days in advance of such meeting and no business other than that

stated in said notice shall be transacted at the special meeting.

Section 3. Each year at its April meeting the Commission shall elect officers and shall make such

other organizational arrangements as may be required for the year.

Article IV. Officers

Section 1. The Library Commission shall elect a chair and a vice-chair. There may also be co-

chairs instead of a chair and vice-chair.

Section 2.The chair of the Library Commission shall preside at the meetings of the Commission

and shall sign, execute, acknowledge and deliver for the Commission all writings of any kind

required or authorized to be signed or delivered by the Commission. The signature of the chair

shall be attested by the secretary.

Section 3. The director of the library and arts department (or staff designee) shall serve as

secretary for the commission. In this capacity, the director shall record the proceedings of each

BY-LAWS OF THE

BOULDER PUBLIC LIBRARY COMMISSION

meeting and present the same for approval at the next meeting of the Commission. There shall

be kept a permanent file of the minutes of said meetings and of all reports made to the City

Council.

Article V. Committees

The chair shall have the right to appoint special committees. Said committees shall be advisory

to the Commission and shall not have the authority to act for and on behalf of the Commission.

Article V I. Quorum

Three members constitute a quorum and the affirmative votes of at least three members shall be

necessary to authorize any action by the Commission.

Article VI I. Amendments

These By-Laws may be amended at any regular or special meeting of the Library Commission,

provided that notice of the proposed amendment has been given to the members of the

Commission at the regular meeting preceding the time at which action is taken thereon or

providing that said notice of the proposed amendment has been provided to the members of the

Commission at least two weeks prior to the meeting at which action is to be taken upon said

amendments. The above and foregoing By-Laws for the Boulder Public Library Commission

were read and unanimously adopted by the said Library Commission at its meeting of March 2,

2016.

BOULDER PUBLIC LIBRARY COMMISSIONERS

1906-2016

First Commission

Miss Mary Rippon

Mrs. Fred White

Mrs. Adriana Hungerford

Mrs. W.H. Allison

Mrs. H.B. Rosenkrans

Mr. James Cowie

Mrs. Harry M. Pollard

Mrs. C. Henry Smith

Mr. Dan McAllister

Elizabeth L. Olsen

Mary K. Gamble

Mrs. Paul Friggens

Mr. H. B. Millard

Vina Knowles

Mr. Henry W. Callahan

Mrs. J. A. Davis

Elbert Greeman

Mr. Gilbert Callahan

Mr. J. F. Willard

Mrs. R. E. Arnett

Mrs. S. C. Barrett

Mrs. H. O. Dodge

Mrs. C. Henry Smith

Miss Maude McKenzie

Mrs. D. R. Jenkins

Mrs. E. W. Brett

Mrs. Martha Nafe

Mrs. Robert Sterling

Mrs. Gregory W. Cohn

Mr. Maxwell Burger

Mr. W. C. Duvall

Mrs. John D. Gillaspie

Mrs. E. H. Ellis

Ruben L. Olson

Mr. Audley McLure

Mr. Alfred E. Whitaker

Mr. George Clark

Rudolph Johnson

(1951)1956 Eugene H. Wilson 1960

(1954)1957 Mrs. Clyde Reedy 1961 (1956)

1958 Eugene Gullette 1962

1959 Mr. Stanley Hendrickson 1963

(1956)1960 Mrs. James Yeager 1964

1961 Eugene Wilson 1961

BOULDER PUBLIC LIBRARY COMMISSIONERS

1906-2016

(Jan.) 1962 Ralph Underwager (Aug.) 1962

1962 Paul Friggens 1965

1962 Mrs. F. K. Bangs 1966

1963 Carl Ubbelohde 1965

1965 Dolores Kiser 1967

1964 James Buchanan 1968

1965 F. E. Luethi (March) 1966

1966 Mrs. Thomas Bilhorn 1969

1966 Paul Friggens 1968

1968 Eldred Wolzien 1970

1967 Lawrence Coolidge 1971

1968 Dolores Kiser 1972

1969 Alex H. Warner 1973

1970 Janet Roberts (Oct.) 1971

1972 Lawrence C. Brown 1974

1971 Eldred Wolzien 1975

1972 Bryan Morgan 1976

1973 Joanne Arnold (May) 1976

(Jun.) 1976 Harriet Crowe 1977

1974 Doris Hass 1978

1975 Dennis DuBe (Jul.) 1978

(Sept.) 1978 Alice McDonald 1979

1976 Kenneth Charlton 1980

1977 Michael Rayback 1981

1978 Harriet Crowe 1982

1979 Diane Ball 1983

1980 Alice McDonald 1984

1981 Bob Greenlee (Jul.) 1983

(Aug.) 1983 Ridi Van Zandt 1985

1982 J. K. Emery 1986

1983 Hardy Long Frank 1987

1984 Abraham Flexer 1988

1985 Francis Shoemaker 1989

1986 Janis Van Zante 1990

1987 Joseph Geiger (May) 1988

(Jun.) 1988 Duane Deyoe 1991

1988 Allen Sparkman 1992

1989 Jane Butcher 1993

1990 Charles Nilon (Jun.) 1991

(Jul.) 1991 Michael Schonbrun (Dec.) 1992

1993 Ann Cooper 1994

1991 Linda Damon 1995

1992 Arthur Bronstein 1996

1993 Neal McBurnett (June) 1995

(Aug.) 1995 Alex Goulder 1997

1994 Jeff Skala 1999

BOULDER PUBLIC LIBRARY COMMISSIONERS

1906-2016

1995 Ann Cooper 2000

1996 Mariagnes Medrud 2001

1997 Shirley Deeter 2002

1998 Alex Goulder 2003

2000 Linda Loewenstein 2003

1999 Bruce Staff 2004

2001 Ann Aber 2006

2002 Lydia Tate 2007

2003 Catherine Sparkman 2005

2003 Stephen Topping 2010

2004 Steve Clason 2009

2005 Michael Keenan 2008

2006 Nadia Haddad 2011

2007 Sam Fuqua 2012

2008 Annette Mitchell 2013

2009 James Zigarelli 2010

2010 Celeste Landry 2014

2010 Anne Sawyer 2015

2011 Donna O’Brien 2016

2012 Anna Lull 2014

2012 Dan King 2013

2013 Paul Sutter 2016

2014 Alicia Gibb 2018

2014 Joni Teter 2019

2015 Tim O’Shea 2020

2016 Joel Koenig 2017

2016 Juana Gomez 2021

Overview of Library and Arts Department Operations

There are five divisions in the Library and Arts Department.

Administration

Administration is comprised of the office of the director, general administrative functions, such

as project/contract management and long-range planning, budget and accounts payable, public

information, volunteer services, administrative support for the Library Commission and Arts

Commission, and general operations of the Main Library facility. Administration also serves as

the liaison to the Boulder Library Foundation by providing administrative support to the annual

grants program.

Community Engagement and Enrichment

Community Engagement and Enrichment is focused on engaging the community through

materials, programs, literacy, story times, and outreach. This division includes youth services,

the acquisition of library materials and electronic resources (e.g. e-books and informational

databases), library collection maintenance, the homebound delivery program, and program

promotion and graphics. The Carnegie Library for Local History collection and services, the

Boulder Reads adult literacy program, and Canyon Gallery exhibits are also part of Community

Engagement and Enrichment.

eServices

eServices is comprised of administration and maintenance of library-specific IT systems and

equipment, the patron computer reservation and print release system, computer technology

support, the library website, and the cataloging of library materials and resources. The division

serves as liaison to the Flatirons Library Consortium that operates the integrated library system,

i.e. the library catalog and patron database. The BLDG 61 Makerspace is also managed and

programmed by eServices.

Public Services

Public Services serves library patrons by addressing all customer service inquiries including

general reference and supports patron access to the library’s digital collections. The division

provides system-wide materials circulation services and shelving, interlibrary loan, maintenance

of patron accounts, and administration of the holds and Prospector system. The division also

manages the meeting room reservation system and maintains the automated materials handling

systems. The Meadows, George Reynolds branch libraries and the NoBo Corner Library

operations, programs and services, including literacy, youth services, storytime and outreach are

also part of Public Services.

Office of Arts and Culture

The Office of Arts + Culture is the city-wide cultural affairs group for the City of Boulder.

Guided by the Community Cultural Plan, the Office supports the Boulder Arts Commission in

the distribution of cultural grants, and provides services under eight strategies: support for

Overview of Library and Arts Department Operations

cultural organizations, public art, the creative sector of the economy, initiatives for the mix of

venues, programs for neighborhoods and underserved communities, support for artists and

creative professionals, civic dialog about the arts, and youth initiatives. These strategies are

designed to support city agencies, cultural leaders, and residents in achieving the Community

Vision for Culture: Together, we will craft Boulder’s social, physical, and cultural environment

to include creativity as an essential ingredient for the well being, prosperity, and joy of everyone

in the community. Accomplishing this vision requires an alignment of all of Boulder’s collective

cultural endeavors. It is the mission of the Office of Arts + Culture to facilitate the success of this

alignment in the creative community.

Library Department Budget Basics

Library Department Funding

The Library Department receives funding from six funds within the city’s financial structure. Each

fund has unique revenue sources which support unique expenditures. Provided below are

descriptions of each fund including revenue sources and expenditure categories, as well as how

each fund is used during the city’s annual budget process. A summary schematic of the library’s

funding structure is also included.

General Fund – The General Fund is the library’s main funding source. All revenues and

expenditures within the General Fund, of which the library’s budget is a portion, must be

appropriated by City Council through the City of Boulder’s annual budget process. Modifications

to the library’s budget may be made through twice-yearly Adjustment-to-Base (ATB) processes.

Library Administration develops the annual budget as well as any mid-year adjustments. The

mechanics of these processes are explained in a later section.

General Fund revenues that support citywide operating expenditures, including those of the library,

are sourced from a combination of sales and use tax, property tax, and a variety of other taxes. A

full description of the General Fund’s revenue sources can be found in the Sources and Uses

section of the city’s 2017 annual budget, which is available on the web at: Budget. Operating

revenues that the library independently generates - fines and fees, rental income, proceeds from

the sales of used books, etc. - are deposited directly into the General Fund. Any unspent Library

Department appropriations at the end of a given fiscal year fall to General Fund Balance and may

be re-appropriated at the discretion of the City Council either through the following year’s budget

process or through the ATB process.

Library Fund – The Library Fund is a pooled repository of revenues generated from four main

sources: 1) the one-third property tax mill levy that is dedicated to the library; 2) gifts and

contributions given to library; 3) the proceeds from the sale of library property or assets; 4) accrued

interest on the fund balance. Both the revenues and expenditures within the Library Fund are

tracked separately as many of the revenue sources, especially gifts and donations, are designated

for specific purposes such as materials acquisitions or capital improvement at various library

locations. The property tax revenues are less restricted and are used to support ongoing library

operations and/or materials purchases. Library Administration manages the outlay of monies from

the Library Fund and must appropriate both the revenue and expenditures on an annual basis

through the budget process. As per article IX, section 134 of the Boulder City Charter, expenditures

of revenues from items 2 and 3 above shall be made only upon the favorable recommendation of

the library commission.

Computer Replacement Fund (CRF) – The city’s Information Technology (IT) Department

manages the CRF. The library makes an annual contribution to the CRF based upon IT’s cost

projections for future replacement of computers as well as software upgrades, workstation

technical support, hardware maintenance and network infrastructure maintenance. The

Library Department Budget Basics

contribution formulas are set by the city’s IT Department according to industry standards. The

CRF is used to fund the replacement and servicing of workstations at the library, both employee

workstations and patron workstations. Printers and other peripheral computing equipment are not

funded in the CRF. These items may be funded in the Equipment Replacement Fund (below)

depending upon acquisition price.

Contributions to the CRF are reflected in the library’s annual operating budget. Expenditures out

of the library ‘s CRF balance are included in IT’s operating budget and managed according to

replacement schedules determined by IT. Any unspent annual appropriations at the end of a given

fiscal year fall to CRF balance and must be re-appropriated either in the next year’s budget process

or through the ATB process.

Equipment Replacement Fund (ERF) – The city’s Department of Public Works – Facilities Asset

Management (FAM) Division manages the ERF. The library makes an annual contribution to the

ERF based upon FAM’s inflation-adjusted projections for future replacement of major equipment

which are based upon industry standards. These contributions are included in the library’s annual

operating budget. Expenditures out of the ERF are reflected in FAM’s operating budget. The funds

within the ERF are used at the discretion of library staff, subject to ERF policies and procedures.

Any unspent funds in a given year fall to ERF balance to be used to offset future year’s

contributions or alternative equipment purchases.

Equipment must meet the following criteria to be included on the ERF:

1. Tangible in nature and does not lose its identity if removed from original location

2. Have a useful life of more than one year

3. Have an original cost of at least $5,000

The ERF cannot cover vehicles, buildings, building materials/machinery, fixtures,

or land/land improvements.

Furnishings are not included in the ERF; they are funded out of the library’s

operating budget

Facility Renovation and Replacement Fund (FR&R Fund) - The city’s Department of Public

Works – Facilities Asset Management (FAM) Division manages the FR&R Fund. The library

makes an annual contribution to the FR&R Fund based upon a combination of FAM’s facility

capital renovation and replacement projections as well as savings for future renovation projects

envisioned by library staff. These contributions are reflected in the library’s annual operating

budget. The funds are used at the discretion of Library Administration subject to FR&R Fund

policies. Expenditures out of the FR&R Fund are reflected in FAM’s operating and capital budget.

Any unspent funds fall to FR&R Fund balance to be programmed for future use.

The FR&R Fund is used specifically for major maintenance, renovation, and replacement of

capital facilities and equipment and is defined according to the following criteria:

Library Department Budget Basics

1. Maintenance: maintenance of existing building systems or components where the cost

exceeds $3,000 per repair

2. Renovation: replacement of 50% or more of a building system or component

3. Replacement: replacement of 100% of a building system or component

HVAC (heating, ventilation, and air conditioning) and fixtures are included in FR&R

Capital Development Fund – The city’s Department of Public Works – Facilities Asset

Management (FAM) Division manages the Capital Development Fund. The Capital Development

Fund is funded with past balances of Capital Development Excise Taxes as well as ongoing

collection of Impact Fees. In 2010, the city shifted away from collecting Development Excise

Taxes in favor of collecting Impact Fees. These fees are assessed on commercial and private

development projects and are to be used to fund capital expansion of municipal facilities necessary

to support growing demand for city services. The recipient departments of Capital Development

Excise Tax and Impact Fee funding are: Transportation, Parks and Recreation, Police, Fire, Human

Services, and Boulder Public Library. Capital Development Funds are programmed and spent at

the discretion of FAM in conjunction with staff within the recipient departments. The Capital

Development Excise Taxes and Impact Fees collected on behalf of the library can only be spent

on capital facility expansion and materials expansion.

Library Department Budget Basics

Library Department Funding Structure

General Fund

Sales and Use Tax

Property Tax

Misc. Fees and Other Taxes

Library Revenues

Library Fund

Propert Tax (0.33 Mills Dedicated)

Interest

Proceeds from Sale of Library Property

Grants, Donations, Bequests, Gifts

Computer Replacement Fund

Annual Library Dept. Contributions

Equipment Replacement Fund

Annual Library Dept. Contributions

Facilities Renovation &

Replacement Fund

Annual Dept. Contributions

Capital Development Fund

Impact Fees Capex That Expands Library Capacity

*Budgeted expenditures require favorable recommendation from the Library Commission

Annual Variable Contributions

Major Maintenance, Renovation and

Replacement of Library Facilites

Capital Maintenance Work

Fund and Revenue/Source Expenditure Type

Donor Designated Programs/Materials*

Annualized "Smoothed" Contributions

Equipment Replacement

Annualized "Smoothed" Contributions

Comp. Purchased on Behalf of Library

Library Operations

Materials Acquisition

Computer Replacement

Eq. Purchased on Behalf of Library

Library Department Budget Basics

Budget Development and Adjustment-to-Base Process

Sourcing money from any of the funds described above must occur according to a defined City of

Boulder budget schedule. This schedule has two main components. The first component is the

annual budget development process during which library staff works with city executive

management to determine annual appropriations for the library. This process begins in March and

concludes in October when the City Council approves the upcoming year’s city budget.

Appropriations approved in the annual city budget are available to be spent on January 1 of the

following year.

The second component of the budget process is the Adjustment-to-Base (ATB) process. The ATB

serves as an opportunity for the library to adjust its annual budget mid-year. Development of the

first ATB begins in the March to April timeframe, and ends with City Council approval in either

May or June. Library staff cannot spend against appropriations included in the first ATB until they

receive council approval. The second ATB follows a similar pattern, beginning in the October to

November timeframe, and ending with council approval usually in December. Budget adjustments

included in ATBs come from three primary sources:

Operating Carryover from Fund Balance - Unspent balances that fell to fund balance

at the end of the previous fiscal year. These monies support specific projects or

programs that span more than one fiscal year.

Budget Supplemental from Fund Balance – Monies requested from fund balance to

support new programs or projects that were not included in the annual budget. The

library can only request to appropriate money from fund balance if money is available

(in excess of reserve requirements).

Additional Revenue - Unanticipated revenue that was not included in the annual

budget. The ATB is an opportunity for the library to recognize this revenue and

appropriate it for specific uses. If the department does not appropriate additional

revenue, it falls to fund balance.

Library Department Budget Basics

Budget Calendar

The calendar below lists important date ranges in the budget process and indicates when Library

Commission involvement is needed (shaded).

Date Deliverable/Event

March - April Review library’s first round of adjustments to the current year’s base

budget and solicit Library Commission input

April - May First round of adjustments to the current year’s base budget due for city

manager’s review.

May - June First round of adjustments to the current year’s base budget read before

City Council (first reading)

May - June Review next year’s Recommended Library Budget and solicit

commission input

May - June First round of adjustments to the current year’s base budget read before

City Council (second reading)

June Library and Arts Department director to provide next year’s

Recommended Library Budget for city manager review

July Update Library Commission on outcome of first round of adjustments to

the current year’s base budget

August Update Library Commission on the City Manager’s (next year)

Recommended City Budget

August Recommended City Budget delivered to City Council

September First City Council Study Session on Recommended City Budget

September Second City Council Study Session on Recommended City Budget (if

needed)

September Review library second round of adjustments to the current year’s base

budget and solicit Library Commission input

October - November Second round of adjustments to the current year’s base budget due for

city manager’s review.

October First reading of ordinances to approve Recommended City Budget with

opportunity for public comment.

October Second reading of ordinances to approve Recommended City Budget

with opportunity for public comment.

November Update on Approved City Budget (including Library Department

Budget)

November -

December

Second round of adjustments to the current year’s base budget read before

City Council (first reading)

November -

December

Second round of adjustments to the current year’s base budget read before

City Council (second reading)

December Update Library Commission on outcome of second round of the current

year’s adjustments to base budget

Overview of the Boulder Library Foundation

The Boulder Library Foundation strategically invests in innovative programming and

partnerships that enrich the Boulder Public Library and our community. The Foundation is a

501(c)(3) nonprofit organization governed by a volunteer board of directors and supported by

individual donors and community partners. The Foundation's purpose is to assist and aid the

Library by raising funds from private sources for the benefit of the Library. This includes,

without limitation, solicitation and receipt of private gifts, annual giving contributions, deferred

gifts, devises and bequests, corporate gifts and foundation grants, and special events.

The Foundation is responsible for identifying and nurturing relationships with potential donors

and other friends of the Library; soliciting cash, securities, real and intellectual property, and

other private resources for the support of the Library; and acknowledging and stewarding such

gifts in accordance with donor intent and its fiduciary responsibilities.

The Foundation Board of Directors is responsible for the control and management of all assets of

the Foundation, including the prudent management of all gifts to it, consistent with donor intent

and applicable laws. The Foundation is responsible for the performance and oversight of all

aspects of its operations based on a comprehensive set of bylaws.

The Boulder Library Foundation website is http://boulderlibraryfoundation.org/about/ .

Boulder Library Commission Communication Guidelines Revised March 2, 2016

The City of Boulder maintains a set of “Rules and Responsibilities” for Board and

Commissions. The following is the “Open Meetings Regulation”:

“The general provisions concerning boards and commissions are contained in

Chapter 2-3 of the Boulder Revised Code of 1981, as amended. Paragraph 2-3-

1(b)(5) requires that each board or commission: “Hold all meetings open to the

public, after notice of the date, time, place, and subject matter of the meeting, and

provide an opportunity for public comment at the meeting.” This requires, at a

minimum, that boards and commissions provide 24 hour specific notice of each

meeting by posting a copy of the meeting agenda in the lobby of the Municipal

Building. The Citizen Assistance Office provides space for those notices. In

addition, most boards and commissions give notice of meetings by publication of

the agenda in the Daily Camera. Although publication is not required, it is highly

recommended. In the past, boards and commissions held agenda meetings and

other informal gatherings without giving the required notice. However, 1991

changes to State public meetings law, as well as the consistent interpretation of

Chapter 2-3-1, require that if three or more members of a board or commission

meet at any time and discuss public business, notice must be given of such

meeting, and the meeting must be open to the public. If a chance meeting occurs,

the members of the board or commission must refrain from discussing public

business or convene in groups of less than three. One-on-one communication

about public business between members of a board or commission is permitted at

all times, and it is only when three or more members gather that a ‘meeting’ is

constituted.”

In order to meet that regulation, the Library Commission developed the following

communication guidelines:

All commissioner communications:

Any two commissioners are allowed to discuss library or commission related

topics.

Even if a commissioner has discussed a topic with other commissioners, there is

no limit on the conversation other than to avoid attempting to make a decision

outside of a public meeting.

A commissioner should avoid representing another commissioner’s opinion to

other commissioners, staff, or the public.

No votes or consensus should be gathered outside of a public meeting; the only

exceptions are administrative decisions (i.e. deciding meeting day, time, place,

etc.)

Any or all commissioners are permitted to gather outside of scheduled meetings

as long as commission business is not discussed.

If a commission decision must be made in a timeframe not permitting discussion

at a regular meeting, a special meeting must be scheduled allowing as much

public notice as possible (minimum 24 hours).

All commission business communications involving more than TWO

Boulder Library Commission Communication Guidelines Revised March 2, 2016

commissioners or representing a commission opinion to the public are a part of

the public record and can be requested by the public at any time.

Commissioner email communications:

Any email sent to staff and/or one or more commissioners, regarding commission

business (administrative business included) is subject to disclosure and considered

public record.

Any two commissioners may exchange email on any topic; messages containing

(non-administrative) commission business shall not be forwarded to any other

commissioner.

A commissioner may send informational emails to the entire commission; such

messages should include a reminder not to “reply all.” If any commissioner wants

to respond or discuss the contents of the email, the topic should be added to our

next meeting agenda; “reply all” only to ask for this agenda request.

Examples of all-commission emails:

1) Informational topics to be discussed at our next meeting as "heads up"

2) Research or public communication to be shared with fellow commissioners, not as

a part of an ongoing discussion

3) Questions being asked of staff

Questions to Library Staff:

Before sending a substantive request for information to library staff, a commissioner

should discuss with and receive agreement from another commissioner to insure that this

is a substantive commission request. The commission as a whole, the director, and the

deputy director should then be copied on the request so that they all may be aware of the

request.

If/when staff responds via email or memo to questions from a commissioner, staff

will try to answer the question as thoroughly as they can and will copy all

commission members. Substantive informational emails should be added to the

upcoming meeting’s commission memo if not already included in the staff memo.

If commissioners have follow-up questions that would require more than 15

minutes of staff time to respond, these should be sent to the commission chair

and/or vice chair for inclusion in the “Information Request” prior to the next

commission meeting.

For additional guidelines for communicating with staff, see item 8 in “Guiding

principles for interaction among Council, Boards, Commission, and City Staff”

document included later in the handbook.

Speaking with the public as a commissioner:

Commissioners should represent their ideas as personal (not as the commission) when

expressing opinions, unless the commission has voted on that issue. For guidelines for

communication with City Council, see “Guiding principles for interaction among

Council, Boards, Commission, and City Staff” document included later in the

handbook.

GUIDING PRINCIPLES FOR INTERACTION AMONG COUNCIL, BOARDS,

COMMISSIONS AND CITY STAFF

Council appreciates deeply the time, specialized knowledge and commitment of members of City

boards and commissions. Occasionally, awkward situations have arisen from the lack of clarity

about roles and the lack of communication as to how to work seamlessly together. Council

realized that articulating some basic principles to guide interactions among boards, commissions,

staff and Council might help prevent some of these difficulties. The following guiding principles

are offered from the Council in the spirit of partnership and a desire to create a good working

relationship.

COUNCIL

1. City policies are established by the City Council. With the exception of limited

circumstances (often charter-based), the role of boards and commissions is advisory to the

City Council.

2. It is Council’s desire to use boards and commissions as the first step for gathering

community feedback on difficult and controversial issues as a means to creating viable

policy options.

3. All policy expressions on national, international, statewide and county issues should

come from Council and not individual boards and commissions. Boards and commissions

may suggest that Council take policy positions by resolution but should not independently

issue such resolutions.

4. Council members should refrain from discussion with board members any quasi-

judicial issues coming before the board. For matters that are not quasi-judicial, Council

members may discuss a point of view with board members but should clarify that this

perspective may not represent the position of the Council as a whole.

BOARDS AND COMMISSIONS

5. Board and commission members who wish to explain or advocate positions to Council

should identify themselves as board members and clarify whether they are speaking from a

personal position or on behalf of the majority or minority position that the board has taken.

6. When members of a board or commission disagree about a given issue or policy,

Council expects to be apprised of the disagreements and of the reasoning underlying the

various points of view.

7. The City Manager is responsible for the budget recommendation to City Council. When

a board or commission disagrees with the City Manager’s budget, the City Manager should

be notified as a matter of courtesy prior to the board or commission members addressing

Council.

CITY STAFF

8. Staff takes direction from the City Manager, except as authorized by the Charter.

Boards and commissions may request research or other work of staff but, if the work

requires more than what staff determines is reasonable, the board or commission, supported

by a majority of members at a meeting, must make a direct request of the City Council.

9. City staff ultimately is responsible for supporting City Council. Council expects staff to

provide the best professional judgment regarding issues and policies, whether or not boards

and commissions agree with those professional judgments. Staff should inform Council

when a board or commission disagrees with the staff’s position and, when possible, explain

GUIDING PRINCIPLES FOR INTERACTION AMONG COUNCIL, BOARDS,

COMMISSIONS AND CITY STAFF

the basis of that disagreement.

10. When several boards and commissions review elements of a given proposal or issue,

staff reports to Council should reflect the perspectives of all reviewing boards and

commissions.

In addition, the City maintains a Boards and Commissions website as an added resource to its

boards and commissions. (www.bouldercolorado.gov, then select Government, scroll down to

Boards and Commissions.)